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Chapter 9
Developing Careers

CHAPTER OVERVIEW

This chapter focuses on the career development process. Firstly, career development is
defined. Secondly, the major managerial challenges related to career development are
explored. Approaches to assist managers avoid career development problems are
presented as well. Then, the chapter ends by addressing three special issues in career
development. These include managerial development, development through the life
cycle, and self development.

CHALLENGES

After reading this chapter, students should be able to deal more effectively with the
following challenges:
1. Establish a sound process for helping employees develop their careers.
2. Understand how to develop your own career.
3. Identify the negative aspects of an overemphasis on career development.
4. Understand the importance of dual-career issues in career development.
5. Develop a skills inventory and a career path.
6. Establish an organizational culture that supports career development.

ANNOTATED OUTLINE

CHALLENGE 1
Establish a sound process for helping employees develop their careers.

I. What iIs Career Development?

Career development is an ongoing organized and formalized effort that recognizes

people as a vital organizational resource. It differs from training in that it has a
wider focus, longer time frame, and broader scope. The goal of training is
improvement in performance; the goal of development is enrichment and more
capable workers.

Recently, career development has come to be seen as a means for meeting both
organizational and employee needs, as opposed to solely meeting the needs of the
organization as it had done in the past. Now, organizations see career development
as a way of preventing job burnout, providing career information to employees,
improving the quality of work lives, and meeting affirmative action goals. That is,
career development must be seen as a key business strategy if an organization wants
to survive in an increasingly competitive and global business environment.

CHALLENGE 2

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Understand how to develop your own career.

II. Challenges in Career Development

While most business people today agree that their organizations should invest in
career development, it is not always clear exactly what form this investment should
take. Before putting a career development program in place, management needs to
consider three major challenges.

A. Who Will Be Responsible?

Many modern organizations have concluded that employees must take an

active role in planning and implementing their own personal development
plans. Situations have led companies to encourage their employees to take
responsibility for their own development, these may include mergers,
acquisitions, downsizing, and employee empowerment. However, employees
need at least general guidance regarding the steps they can take to develop
their careers, both within and outside the company.

CHALLENGE 3
Identify the negative aspects of an overemphasis on career development.

B. How Much Emphasis iIs Appropriate?

Too much emphasis on career enhancement can harm an organization's

effectiveness. Employees with extreme career orientation can become more
concerned about their image than their performance. Some warning signs a
manager should be on the lookout for include a heavy focus on advancement
opportunities, managing impressions, and socializing versus job performance.

Serious side effects of career development programs include employee

dissatisfaction, poor performance, and turnover in the event that it fosters
unrealistic expectations for advancement.

CHALLENGE 4
Understand the importance of dual-career issues in career development.

C. How Will the Needs of a Diverse Workforce Be Met?

Companies need to break down the barriers some employees face in achieving
advancement in order to meet the career development needs of today's diverse
workforce. In 1991, a government study revealed that women and minorities
are frequently excluded from the informal career development activities like
networking, mentoring, and participation in policy-making committees.

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Perhaps the best way a company can ensure that women and minorities have a
fair chance at managerial and executive positions is to design a broad-based
approach to employee development that is anchored in education and training.

Another employee group that may need special consideration consists of dual-
career couples. Common organizational approaches that are becoming
increasingly popular in dealing with the needs of dual_career couples are
flexible work schedules, telecommuting, and the offering of child-care
services. Some companies have also been counseling couples in career
management.

CHALLENGE 5
Develop a skills inventory and a career path.

III. Meeting the Challenges of Effective Career Development

Creative decision- making is a must in designing and implementing an effective

development program. The three phases of development often blend together in a
real_life program. These three phases include the assessment phase, the direction
phase, and the development phase.

A. The Assessment Phase

The assessment phase involves activities ranging from self-assessment to

organizationally provided assessment. The goal of both of these types of
assessment is to identify employees' strengths and weaknesses.

1. Self-assessment – commonly uses career workbooks or career planning

workshop.
2. Organizational assessment – many tools used in selection are also valuable
for career development (assessments centers, psychological testing,
performance appraisal, promotability forecasts, and succession planning).

B. The Direction Phase

This involves determining the type of career that employees want and the
steps they must take to make their career goals a reality.

1. Individual career counseling – one-on-one sessions to help employees

examine career aspirations.
2. Information services – provide career development information to
employees.

CHALLENGE 6
Establish an organizational culture that supports career development.

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C. The Development Phase

The development phase is taking actions to create and increase skills to

prepare for future job opportunities and is meant to foster this growth and self-
improvement. The most common programs include: mentoring, coaching, job
rotation, and tuition assistance programs.

IV. Self-Development

When an employer does not routinely offer development programs, it is essential that
employees work out their own development plan. Planning for your career should
include a consideration of how you can demonstrate that you make a difference to the
organization.

A. Development Suggestions

Development suggestions focus on personal growth and direction. These

suggestions include statements such as identify your personal mission
statement and find a mentor.

B. Advancement Suggestions

Advancement suggestions focus on the steps that employees can take to

improve their chances of being considered for advancement. These
suggestions include statements such as market yourself and improve your
communication skills.

ANSWERS TO END-OF-CHAPTER DISCUSSION QUESTIONS

1. It has been argued that training can lead to turnover, but career
development can reduce it. Differentiate between training and career development.
Why might training lead to turnover while career development might improve
retention? Explain.

Training typically focuses on providing employees with specific skills or helping

them correct deficiencies in their performance. Career development has a wider
focus, longer time frame, and broader scope than training. The goal of training is
improvement in performance. The goal of development is enriched and more
capable workers. Career development is an ongoing organized and formalized
effort that recognizes people as a vital organizational resource. An organization’s
focus on only training can lead to turnover because employees are likely to go to
that organization to gain a particular set of skills, and then move on to apply those
skills to another organization that has a longer term focus on career development.
Employees who see a long-term focus on development within an organization are
more likely to remain committed to the organization over the longer term.

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2. How would you go about retaining and developing older employees who are
part of a dual-career couple?

One of the most important factors here is flexibility. Dual-career couples need
additional flexibility in order to maintain employment and to handle
developmental programs. This flexibility can be in the form of flexible hours,
company childcare, or a variety of other programs.

3. Today's organizations are flatter and offer fewer opportunities for

advancement. How do you think careers should be developed in this type of
organizational environment?

When there are fewer opportunities for advancement, organizations must work
harder and be more creative in their career development activities. Ways that they
can seek to do this is through job enlargement, job rotation, job enrichment, and
other such activities. Encourage students to be creative in wrestling with this
problem. Talk about real examples.

4. What challenges do non-traditional family units pose to company career

development plans? How can companies meet these challenges?

Due to the fact that many couples today are dual-career couples and both
members have occupational responsibilities and career issues at stake, a number
of issues may become important to individuals, which in turn could affect their
responsibilities to the organization. The challenges that these non-traditional
family units pose to company career development plans can include abrupt
personnel losses in the organization, the need for flexible work schedules,
telecommuting opportunities, assistance with spousal employment when
relocated, and child-care services.

One example of a way that companies can meet these challenges is by counseling
couples in career management. These proactive programs are usually reserved for
executives and others who are regarded as key personnel in the organization, and
include both the employee and his or her spouse or significant other. Initially,
each partner individually devises his or her own goals and action plans. Then, the
partners are brought together to share their agendas and work through any
conflicts that may arise. As the couples go through this process, professional
counselors offer possible solutions and alternatives. A joint career plan, which is
the result of this process, is then provided to the organization. The benefits
sought by the organization from this approach include increasing the probability
of retaining key employees, while the benefit gained by the employees and their
career partner is the formulation of a mutually agreed upon plan.

5. People who adopt a careerist strategy focus on career advancement through

political machinations rather than excellent performance. Experts have pointed out
four ways in which workers try to influence their superiors' opinions of them: favor
doing (doing a favor for a superior in hopes that the favor will someday be

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returned), opinion conformity (agreeing with superiors in order to build trust and a
relationship), other enhancement (flattery), and self-presentation (portraying
oneself as having very desirable traits and motives).

In what other ways might employees try to influence their superiors' opinions of
them? How can managers tell when an employee is sincere? What criteria should
be used when deciding which employees to promote?

There are endless ways in which employees might influence superiors’ opinions
of them. Encourage students to relate even the wild areas they have seen. Some
ideas might include taking credit for others' work, plagiarism, stealing ideas from
others, getting peers to say good things about them, etc. Most students should
enjoy this exercise if you keep it lively.

6. Companies use various tactics to encourage managers to make employee

development a top priority. What do you think of this policy of tying financial
rewards to people development? What are some other ways companies can hold
managers accountable for developing those they supervise?

Tying financial rewards to employee development is both an innovative and

admirable concept. The 21st_century workforce is unlike that of the past. Today,
it is essential that managers are not only able to evaluate workers' performance,
but also assist them in their career growth and development.

Another way that companies can hold managers accountable for developing
workers is by implementing a skill-based pay system. One skill for the manager
would be his or her ability to assist in the career development of employees.
Where companies identify the development of employees as a skill, they would be
able to tie the manager's pay to this development. Thus, as employees develop
(i.e., acquire more skills and talents) as a result of the manager's involvement,
managers would receive a bonus or increase in pay. Students' answers will vary
here.

Customer-Driven HR 9.1
Be Strategic About Your Career

Critical Thinking Questions

1. Do you think that SWOT analysis is a useful tool for career development?
Why or why not?

Students’ aAnswers will vary; however, it is important to note that SWOT is an

excellent way to articulate the possibilities for one’s career as well as the
deficiencies in one’s preparation for their upward mobility.

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2. Opportunities and threats have to do with external factors. What sources

could be useful for obtaining this information?

Some options to obtain external information about the labor market can be
sources such as Iinternet sites dedicated to job search/career development,
professional organizations associated with a particular profession, and the U.S.
Bureau of Labor Statistics.

3. Which should drive action planning more, strengths or weaknesses? That is,
is it more important to build on your strengths or to reduce your weaknesses?
Explain.

Students’ aAnswers will vary; however, it should be noted that many job
interviews contain questions about individual strengths and weaknesses. In order
to be prepared for such a question, understanding the positives and negatives
associated with each are important. While most view a “strength” as a good
thing, it can sometimes be a negative in certain situations and should in no case be
an excuse for not pursuing further expertise in this area.

HR in Small Business Case 9.2

Being Big on Development in Small Business

Critical Thinking Questions

1. Do you think a small business should be concerned with employee

development? Why or why not?

Students’ answers will vary but make sure they understand that employee
development helps the organization grow as the employee grows and satisfied
employees are loyal, committed, and less likely to turnover so it is in the
organization’s best interest to make employee development a priority.

2. How can you measure and take into account differences among workers in
terms of their development needs and interests?

Answers will vary but may include performance appraisals as one tool. These
should include a goal- setting session between the manager and the employee
including how the employee can improve to better meet the organization’s goals
as well as the employee’s goals. Organizations can encourage/provide career
development workbooks for employees to help them make a plan to get them
where they desire to go.

3. Development can also take the form of formal classes.? Do you think a small
business should support this development option with a tuition reimbursement
program? Why or why not?

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Answers from students will vary.

Ethics Case 9.3

Anchors II

Critical Thinking Questions

1. The concept of career anchors indicates that there is more to career

development than having and matching skills to competency requirements. Some
managers view development as a moral imperative. That is, business is about
making money, but it also should be about helping people to grow and realize their
career aspirations. Do you agree?
Explain why or why not. Formatted: Adjust space between Latin and Asian text,
Adjust space between Asian text and numbers

Most students will agree that having a satisfying career benefits both them and the
company they work for. Some students, because of their age, will point out the
difference between having a career and a job —– where there is less emphasis on
this subject matter.

2. Competencies are important to career success, but so, too, are career
anchors. These two factors are analogous to ability and motivation being predictors
of performance (see Chapter 5). Construct a parallel equation using competencies
and anchors as predictors of career success. How is this simple equation useful?

Students will agree that anchors are motivators and their presence will motivate
employees; also, possessing the abilities to accomplish job duties while being
motivated is a great start to career success.

3. In some work environments, career aspirations are ignored and immediate

performance is the focus. Do you think this lack of attention to career anchors is an
ethical issue? Explain why or why not.

Some students will see this as an ethical issue, others as a simple business issue.
It is up to the company and their managers to decide that they are better off when
their workers are happy and satisfied/challenged with their career. Ask the
students what kind of culture a company they wish to work for would have.

Global Case 9.4

Mentoring as Global Development

Critical Thinking Questions

1. Do you think that people should be required to serve as mentors? What

characteristics should these mentors possess?

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There should be minimum requirements for mentors. Students’ answers will vary
on the characteristics needed but their answers may include extensive experience
in a field and with the company, good communication and interpersonal skills,
understand the process of career development and goal setting, and havinge had
some leadership experience.

2. Workers can learn about policies, procedures, and so on by reading

electronic or hard copy documents. What else does mentoring bring to the situation
that apparently makes this form of employee development so effective?

Answers will vary but should include something related to the interpersonal
experience of having a mentor. Mentors bring real-world experiences and
knowledge that it is hard to get from policies and procedures. Mentors also
challenge us to step outside our comfort zone to try new things and learn things
about ourselves that we did not know before. Mentors serve as a source of support
and encouragement as well to help individuals stay on the right track and
perreservere to reach their goals.

3. How do you think mentors and mentees should be matched? Should they be
assigned or allowed to choose each other?

Based on individual experiences, students’ will have differing opinions about this.
They should, however, be able to discuss the advantages and disadvantages of
each option in order to form their answer.

You Manage It! Case 9.5

Capitalizing on Techno Savvy: Putting Mentoring in Reverse

Critical Thinking Questions

1. What topics, other than technology, would be appropriate for the reverse
mentoring approach?

Have students brainstorm this issue and develop a list of topics. Some
suggestions would include technical knowledge or skills that are learned at a
competitor; management practices and human resource programs that have been
found to be effective at other employers; and specific competencies in areas such
as project management.

2. Mentoring and reverse mentoring can be seen as particular directions of

knowledge sharing. Would peer-to-peer mentoring be possible? What about
customer to employee? Could the traditional concept of mentoring be expanded to
something similar to 360-degree appraisal (see Chapter 7)? If so, how would it
change the nature and purpose of mentoring?

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Because mentoring is about information sharing and learning new skills, there is
absolutely no reason why mentoring relationships have to be only between
higher- level executives and subordinates. Peer-to-peer, and customer-to-
employee mentoring relationships can be very effective and add a dimension to
mentoring that is not necessarily present in more traditional mentoring
relationships.

Because mentoring is developmental, it lends itself to applications of other

organizational development tools such as 360 assessments, individual
development plans, and core competency models. Because these tools are also
used as measures of performance, the experiences and skills that are developed
through the mentoring relationship can be valuable input into these tools.
Organizations should be thoughtful and careful about how these tools integrate
and complement each other so that the intent of each is preserved (e.g., ensure
that mentoring is maintained as a developmental tool and not something that will
be used against an employee in their performance appraisal).

Additional Exercises
In-Class or Out-of Class Group Activities

How much responsibility does a company have for managing its employees' careers?
Can a company take too much responsibility for employee career development? In
what ways might this be harmful to employees?

It is clear that it is good management to have a career development plan for an

employee's internal career. However, a company must still expect employees to
take some measure of responsibility for managing their own careers. The dangers
in the employer taking too much responsibility for this are loss of motivation and
drive on the part of the employee, resentment by the employee for loss of choices,
employees taking the development and using it as a tool to go elsewhere, etc.

Explain the career-related factors to keep in mind when making the employee’s first
assignments.

Providing realistic job previews, challenging first jobs, and mentors can help
prevent reality shock.

In groups of four or five students, meet with several administrators and faculty
members in your college or university, and, based on this, write a two-page paper on
the topic “The faulty promotion process at our college.” What do you think of the
process? Could you make any suggestions for improving it?

Look for students to integrate the principles in this chapter in their analysis and
suggestions.

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Working individually or in groups, choose three occupations (such as management

consultant, HR manager, or salesperson) and use some of the sources described in
the appendix to this chapter to make an assessment of the future demand for this
occupation in the next 10 years or so. Does this seem like a good occupation to
pursue? Why or why not?

Students should be able to support their conclusions with data and information
from these sources.

Contemporary Cinema Exercise

Keeping the Faith (2000, Touchstone Pictures., Start: 8:25 StopEnd: 15:80)

For the class:

This film is a story about two men, Brian Finn (Edward Norton) and Jake Schram (Ben
Stiller), who have been best friends since they were kids. The beginning of the movie
explores the development of their respective careers as a priest and a rabbi. The plot
thickens when they fall in love with the same girl, Anna Reilly (Jenna Elfman).

For the instructor:

The scene begins with Brian serving coffee to street people and explaining how he and
Jake first decided to pursue careers as religious leaders. It continues through their
respective educations to scenes from the beginning of their careers and eventually to
scenes in which the two hit their strides and lead large congregations. The example ends
as the two play basketball and discuss how Jake fears he will not receive a promotion
unless he marries. It concludes with Jake saying: “Tell me about it. It’s embarrassing.”

Questions:
1. There were three distinct stages that the men went through in their careers before they
arrived at Rabbi Jake’s marriage crisis: 1. choice of career and training; 2. organizational
entry; and 3. increasing competence. What issues marked each stage in this example?

2. Rabbi Jake has reached a career crisis. What are his options if he wants to be head
rabbi?

Analysis:
This clip raises several issues about career development. First, we see the men move
through three stages of career development. 1. They make their initial career decisions
and obtain the proper education to pursue their careers;. 2. They enter their respective
organizations and encounter some difficulties with “the practical aspects” of their new
jobs;. 3. They hit their strides, increase their competence, and effectively lead large
congregations. Class discussion can begin by discussing the differences between the
three stages of development and the issues raised by the film in each stage. Then students
can apply it to the larger career development picture and discuss the different
psychological needs of workers at each stage.

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The second aspect of career development in this clip is the issue of whether Rabbi Jake
needs to marry in order to get a promotion. This could represent a plateau for him if he
cannot convince the organization to hire a single man as head rabbi. Class discussion can
begin by discussing how powerful the perception of the need to marry could be to the
rabbi’s career as well as what career development alternatives exist if the rabbi does not
marry.

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